5 minute read
iMatter: taking the pulse of workplace engagement
By Caroline Fabre
In an ever-evolving healthcare environment, ensuring that employees feel valued and motivated is essential to delivering the best possible care. At the Montreal Children’s Hospital (MCH), the leadership team has taken a proactive step to continue to prioritize the well-being and satisfaction of its staff with the launch of the iMatter survey on November 25. Designed to measure engagement and identify areas for improvement, the iMatter tool is set to play a key role in fostering a more collaborative and supportive work environment.
THE GENESIS OF iMATTER
In 2019, the MCH executive team decided to put new measures in place to further enhance staff well-being, a key factor in the future success of the hospital. “Giving priority to our employees and physicians is the way forward, but before we could improve engagement, we needed to measure it,” explains Dr. Tanya Di Genova, Associate Director of Professional Services at the MCH.
A motivated team including Dr. Stephen Liben, Dr. Samara Zavalkoff, Maia Aziz, Alexandra Black, Nadia Eldaoud, Mélanie Langelier, Alison Jung, and led by project manager Saskia Weber, spent one year researching and benchmarking, resulting in the decision to adopt iMatter — a tool originally developed by the National Health Service in the United Kingdom.
What made iMatter stand out was its comprehensive approach: “We wanted an all-encompassing questionnaire to measure the pulse of what employees and physicians at the hospital are thinking every few years,” notes Cindy McCartney, Associate Director of Nursing at the MCH. In addition to measuring engagement, iMatter also includes a question about burnout, making it a powerful tool for identifying areas of concern.
A CONTINUOUS IMPROVEMENT JOURNEY
The survey is not a one-time solution; it is part of a long-term strategy to improve workplace culture at the MCH. “The objective isn’t to fix everything overnight. It’s about gradual improvement over time. This tool will help us measure where we are and identify team challenges we can address,” emphasizes Dr. Di Genova.
The goal is to use the survey results to inform action plans at both team and organizational levels. “Each team will receive their own results and then managers will sit down with the staff to identify what’s working and where improvements can be made,” explains Saskia. This process is designed to be collaborative, with senior leaders, managers and team members working together to create solutions.
PILOT PROJECT IN MEDICAL IMAGING
The iMatter survey was first tested at the MCH in October 2023, in the Medical Imaging Department. This department, with its various subdivisions like magnetic resonance imaging (MRI) and ultrasound, was an ideal candidate for the pilot due to its multifaceted structure, which allowed for trying the survey in different contexts.
The initial reaction from staff was positive overall, though there were some questions about the survey’s purpose. The participation rate was impressive, with about 80 per cent of staff responding. “There was concern about how the survey would help, but the idea was that if we don’t know the situation, we can’t improve on it,” explains Carole Proulx, Chief Technologist of the Medical Imaging Department.
Once the results were in, meetings were held in each group — MRI, general radiography and administrative staff — to discuss the findings and collectively devise action plans.
“The goal wasn’t just for managers to make changes but to have a collective team response,” says Carole.
The pilot project not only provided valuable insights into the well-being of the Medical Imaging team but also paved the way for improvements that were both practical and meaningful. As Carole points out, “The technologists felt heard,” which meets the broader goal of iMatter: fostering a culture of open communication and collaboration.
In the Summer 2024 issue of Chez nous, it was written that Meriem Ferkli was a community organizer, Interpreters and Cultural Diversity. It should have read Cultural Navigator (Community Organizer), Multicultural Clinic. Our apologies.
ENSURING CONFIDENTIALITY AND ENCOURAGING HONEST FEEDBACK
One of the key concerns with any survey of this type is ensuring that staff feel comfortable providing honest feedback. To address this, iMatter was designed as an anonymous tool. “We’re hoping that the confidentiality of the survey will allow people to open up and share their honest thoughts,” says Saskia.
Additionally, only teams with five or more responses will receive a teamspecific report. If fewer than five staff members answer the survey, the results will only be reported at the directorate level to protect individual anonymity. This approach encourages participation without concern of being personally identified, fostering an environment where feedback can be shared freely.
The iMatter survey represents just one piece of a larger effort to create lasting cultural change at the MCH. “We’re hoping that this tool fosters transparency and helps us enhance the hospital’s work culture. The expectation is that everyone will be open and honest, and that we can work together to make things better,” says Dr. Di Genova.
Ultimately, the leadership’s goal is to support a work environment where respect and teamwork thrive. “We want everyone to come to work feeling happy and safe, and leave work at the end of the day feeling the same way,” concludes Cindy.
